Roles and responsibilities of program manager - Revision history

Tkokotas at 17:45, 16 November 2018

2018-11-16T17:45:46Z

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			''Developed by Nikoleta Kolitsopoulou-Maridaki''


	{{#ev:youtube\|https://www.youtube.com/watch?v=ZZZZRCNTDMc\|350\|right\|Video 1: Introduction to the definition of Program Manager\|frame}}		{{#ev:youtube\|https://www.youtube.com/watch?v=ZZZZRCNTDMc\|350\|right\|Video 1: Introduction to the definition of Program Manager\|frame}}
	'''Roles and responsibilities of program manager''' are very complex and for that reason, it is difficult to define them. They can vary from simple managing multiple projects to managing multiple projects with operational responsibilities and to being accountable for profit or cost targets based on business strategy. Moreover, a program manager has the main supervision of the scope and status of several projects at once which all together consist the program in order to ensure that the program goals are achieved. This accumulation of responsibilities of a diversity of projects and operations means that the program manager should be able to balance business targets and operational performance. Their decisions are both tactical and strategical in nature. The program manager must establish an environment that allows the project managers to complete their projects successfully. In more detail, the main leadership duty is to bring more clarity to the team. Occasionally, the <span class="plainlinks">[https://en.wikipedia.org/wiki/Project_management_office Project Management Office (PMO)]</span> may not have sufficient insight regarding design, requirements, risks, issues and their solution. In that case, a program manager may be well placed to accept calculated risk and then to clarify it in their own terms or to seek out such data from the project managers. In large and/or complex programs, a specific role of manager may be required for this specific task. However, the program manager needs this data in order to be confident that the overall program goals are achievable. <ref name="adv">.F.John Reh. November 26, 2017, ''‘The Role and Responsibilities of a Manager’'' [https://www.thebalance.com/what-is-a-manager-2276096]</ref>		'''Roles and responsibilities of program manager''' are very complex and for that reason, it is difficult to define them. They can vary from simple managing multiple projects to managing multiple projects with operational responsibilities and to being accountable for profit or cost targets based on business strategy. Moreover, a program manager has the main supervision of the scope and status of several projects at once which all together consist the program in order to ensure that the program goals are achieved. This accumulation of responsibilities of a diversity of projects and operations means that the program manager should be able to balance business targets and operational performance. Their decisions are both tactical and strategical in nature. The program manager must establish an environment that allows the project managers to complete their projects successfully. In more detail, the main leadership duty is to bring more clarity to the team. Occasionally, the <span class="plainlinks">[https://en.wikipedia.org/wiki/Project_management_office Project Management Office (PMO)]</span> may not have sufficient insight regarding design, requirements, risks, issues and their solution. In that case, a program manager may be well placed to accept calculated risk and then to clarify it in their own terms or to seek out such data from the project managers. In large and/or complex programs, a specific role of manager may be required for this specific task. However, the program manager needs this data in order to be confident that the overall program goals are achievable. <ref name="adv">.F.John Reh. November 26, 2017, ''‘The Role and Responsibilities of a Manager’'' [https://www.thebalance.com/what-is-a-manager-2276096]</ref>

Nikoletta: /* Example */

2018-02-28T22:59:17Z

Example

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	=Example=		=Example=
	[[File:3.jpg\|thumb\|right\|170px\|Figure 6: Managers in construction. (click to zoom) <ref name="Blog1">.Christopher Dunne. December 2, 2015, ''‘Blog: Drive to Discover’'', ''‘Construction Management, Program Management and Project Management: What's the Difference?’'' [http://www.weareharris.com/blog/archive/difference-between-construction-management-program-management-and-project-management]</ref>]]		[[File:3.jpg\|thumb\|right\|170px\|Figure 6: Managers in construction. (click to zoom) <ref name="Blog1">.Christopher Dunne. December 2, 2015, ''‘Blog: Drive to Discover’'', ''‘Construction Management, Program Management and Project Management: What's the Difference?’'' [http://www.weareharris.com/blog/archive/difference-between-construction-management-program-management-and-project-management]</ref>]]
	Big construction companies often undertake complicated projects, such the construction of metro. In this case, the program manager has the largest portfolio, which includes multiple projects on multiple sites and the program manager should be responsible for all these separate projects which in that case are the different metro stations. Program managers have the overarching control, budget and schedule of a program. If the owner is not an expert in facility design and construction, the program manager provides leadership in this field. They cooperate with the stakeholders, including the client, the superintendent, and district officials. Moreover, in this example, the program manager defines the project managers, each of them has to manage the work on one of the metro stations. They are responsible for pre-design, design process, construction, integration and delivery of the project. In recent years, the construction manager has been joined as a member to the project-process. They ~~are~~ are the most appropriate to provide important knowledge during the design and construction phase.		Big construction companies often undertake complicated projects, such the construction of metro. In this case, the program manager has the largest portfolio, which includes multiple projects on multiple sites and the program manager should be responsible for all these separate projects which in that case are the different metro stations. Program managers have the overarching control, budget and schedule of a program. If the owner is not an expert in facility design and construction, the program manager provides leadership in this field. They cooperate with the stakeholders, including the client, the superintendent, and district officials. Moreover, in this example, the program manager defines the project managers, each of them has to manage the work on one of the metro stations. They are responsible for pre-design, design process, construction, integration and delivery of the project. In recent years, the construction manager has been joined as a member to the project-process. They are the most appropriate to provide important knowledge during the design and construction phase.

	'''How they can coordinate together:'''		'''How they can coordinate together:'''

Nikoletta: /* Example */

2018-02-28T22:57:45Z

Example

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	=Example=		=Example=
	[[File:3.jpg\|thumb\|right\|170px\|Figure 6: Managers in construction. (click to zoom) <ref name="Blog1">.Christopher Dunne. December 2, 2015, ''‘Blog: Drive to Discover’'', ''‘Construction Management, Program Management and Project Management: What's the Difference?’'' [http://www.weareharris.com/blog/archive/difference-between-construction-management-program-management-and-project-management]</ref>]]		[[File:3.jpg\|thumb\|right\|170px\|Figure 6: Managers in construction. (click to zoom) <ref name="Blog1">.Christopher Dunne. December 2, 2015, ''‘Blog: Drive to Discover’'', ''‘Construction Management, Program Management and Project Management: What's the Difference?’'' [http://www.weareharris.com/blog/archive/difference-between-construction-management-program-management-and-project-management]</ref>]]
	Big construction companies often undertake complicated projects, such the construction of metro. In this case, the program manager has the largest portfolio, which includes multiple projects on multiple sites and the program manager should be responsible for all these separate projects which in that case are the different metro stations. Program managers have the overarching control, budget and schedule of a program. If the owner is not an expert in facility design and construction, the program manager provides leadership in this field. They cooperate with the stakeholders, including the client, the superintendent, and district officials. Moreover, in this example, the program manager defines the project managers each of them has to manage work on one of the metro stations. They are responsible for pre-design, design process, construction, integration and delivery of the project. In recent years, the construction manager has been joined as a member to the project-process. They are are the most appropriate to provide important knowledge during the design and construction phase.		Big construction companies often undertake complicated projects, such the construction of metro. In this case, the program manager has the largest portfolio, which includes multiple projects on multiple sites and the program manager should be responsible for all these separate projects which in that case are the different metro stations. Program managers have the overarching control, budget and schedule of a program. If the owner is not an expert in facility design and construction, the program manager provides leadership in this field. They cooperate with the stakeholders, including the client, the superintendent, and district officials. Moreover, in this example, the program manager defines the project managers, each of them has to manage the work on one of the metro stations. They are responsible for pre-design, design process, construction, integration and delivery of the project. In recent years, the construction manager has been joined as a member to the project-process. They are are the most appropriate to provide important knowledge during the design and construction phase.

	'''How they can coordinate together:'''		'''How they can coordinate together:'''

Nikoletta: /* Example */

2018-02-28T22:56:22Z

Example

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	=Example=		=Example=
	[[File:3.jpg\|thumb\|right\|170px\|Figure 6: Managers in construction. (click to zoom) <ref name="Blog1">.Christopher Dunne. December 2, 2015, ''‘Blog: Drive to Discover’'', ''‘Construction Management, Program Management and Project Management: What's the Difference?’'' [http://www.weareharris.com/blog/archive/difference-between-construction-management-program-management-and-project-management]</ref>]]		[[File:3.jpg\|thumb\|right\|170px\|Figure 6: Managers in construction. (click to zoom) <ref name="Blog1">.Christopher Dunne. December 2, 2015, ''‘Blog: Drive to Discover’'', ''‘Construction Management, Program Management and Project Management: What's the Difference?’'' [http://www.weareharris.com/blog/archive/difference-between-construction-management-program-management-and-project-management]</ref>]]
	Big construction companies often undertake complicated projects, such the construction of metro. In this case, the program manager has the largest portfolio, which includes multiple projects on multiple sites and the program manager should be responsible for all these separate projects which in that case are the different metro stations. Program managers have the overarching control, budget and schedule of a program. If the owner is not an expert in facility design and construction, the program manager provides leadership in this field. ~~He cooperates~~ with the stakeholders, including the client, the superintendent, and district officials. Moreover, in this example, the program manager defines the project managers each of them has to manage work on one of the metro stations. They are responsible for pre-design, design process, construction, integration and delivery of the project. In recent years, the construction manager has been joined as a member to the project-process. They are are the most appropriate to provide important knowledge during the design and construction phase.		Big construction companies often undertake complicated projects, such the construction of metro. In this case, the program manager has the largest portfolio, which includes multiple projects on multiple sites and the program manager should be responsible for all these separate projects which in that case are the different metro stations. Program managers have the overarching control, budget and schedule of a program. If the owner is not an expert in facility design and construction, the program manager provides leadership in this field. They cooperate with the stakeholders, including the client, the superintendent, and district officials. Moreover, in this example, the program manager defines the project managers each of them has to manage work on one of the metro stations. They are responsible for pre-design, design process, construction, integration and delivery of the project. In recent years, the construction manager has been joined as a member to the project-process. They are are the most appropriate to provide important knowledge during the design and construction phase.

	'''How they can coordinate together:'''		'''How they can coordinate together:'''

Nikoletta: /* Example */

2018-02-28T22:55:35Z

Example

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	=Example=		=Example=
	[[File:3.jpg\|thumb\|right\|170px\|Figure 6: Managers in construction. (click to zoom) <ref name="Blog1">.Christopher Dunne. December 2, 2015, ''‘Blog: Drive to Discover’'', ''‘Construction Management, Program Management and Project Management: What's the Difference?’'' [http://www.weareharris.com/blog/archive/difference-between-construction-management-program-management-and-project-management]</ref>]]		[[File:3.jpg\|thumb\|right\|170px\|Figure 6: Managers in construction. (click to zoom) <ref name="Blog1">.Christopher Dunne. December 2, 2015, ''‘Blog: Drive to Discover’'', ''‘Construction Management, Program Management and Project Management: What's the Difference?’'' [http://www.weareharris.com/blog/archive/difference-between-construction-management-program-management-and-project-management]</ref>]]
	Big construction companies often undertake complicated projects, such the construction of metro. In this case, the program manager has the largest portfolio, which includes multiple projects on multiple sites and the program manager should be responsible for all the metro stations. Program managers have the overarching control, budget and schedule of a program. If the owner is not an expert in facility design and construction, the program manager provides leadership in this field. He cooperates with the stakeholders, including the client, the superintendent, and district officials. Moreover, in this example, the program manager defines the project managers each of them has to manage work on one of the metro stations. They are responsible for pre-design, design process, construction, integration and delivery of the project. In recent years, the construction manager has been joined as a member to the project-process. They are are the most appropriate to provide important knowledge during the design and construction phase.		Big construction companies often undertake complicated projects, such the construction of metro. In this case, the program manager has the largest portfolio, which includes multiple projects on multiple sites and the program manager should be responsible for all these separate projects which in that case are the different metro stations. Program managers have the overarching control, budget and schedule of a program. If the owner is not an expert in facility design and construction, the program manager provides leadership in this field. He cooperates with the stakeholders, including the client, the superintendent, and district officials. Moreover, in this example, the program manager defines the project managers each of them has to manage work on one of the metro stations. They are responsible for pre-design, design process, construction, integration and delivery of the project. In recent years, the construction manager has been joined as a member to the project-process. They are are the most appropriate to provide important knowledge during the design and construction phase.

	'''How they can coordinate together:'''		'''How they can coordinate together:'''

Nikoletta: /* Comparison with project manager */

2018-02-28T22:53:49Z

Comparison with project manager

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	Frequently, the processes of projects and programs are described as being similar in nature due to their close link, although they are different in detailed level. <ref name="PMI2">.Blomquist Tomas, Müller Ralf. January 2004, ''‘Program and portfolio managers’'', ''‘analysis of roles and responsibilities’'' / Project Management Institute [https://www.pmi.org/learning/library/program-portfolio-managers-analysis-roles-responsibilities-8315]</ref> For that reason, the differences of these two concepts are presented in this article. Program managers are often described as the higher organizational hierarchy level over project managers. They are specified as the combination between higher management and operational-level implementation of a company's tasks. <ref name="Pell"></ref> A program is as a set of projects managed together in order to achieve a higher-level common scope, that will be impossible if each of these projects acts alone. <ref name="Pell">.Pellegrinelli, S. 2002, ''‘Shaping context: The role and challenge for programmes. International Journal of Project Management, ch.20, p.229-233’'', </ref>		Frequently, the processes of projects and programs are described as being similar in nature due to their close link, although they are different in detailed level. <ref name="PMI2">.Blomquist Tomas, Müller Ralf. January 2004, ''‘Program and portfolio managers’'', ''‘analysis of roles and responsibilities’'' / Project Management Institute [https://www.pmi.org/learning/library/program-portfolio-managers-analysis-roles-responsibilities-8315]</ref> For that reason, the differences of these two concepts are presented in this article. Program managers are often described as the higher organizational hierarchy level over project managers. They are specified as the combination between higher management and operational-level implementation of a company's tasks. <ref name="Pell"></ref> A program is as a set of projects managed together in order to achieve a higher-level common scope, that will be impossible if each of these projects acts alone. <ref name="Pell">.Pellegrinelli, S. 2002, ''‘Shaping context: The role and challenge for programmes. International Journal of Project Management, ch.20, p.229-233’'', </ref>

	The main difference between a program manager and a project manager can be described by two actions: creation and compliance. The former one is responsible for creating the business environment culture and the project manager should comply with it. Furthermore, the project manager's responsibilities are based on the triptych of time, cost, and scope of the project. On the other hand, the program manager is judged not only on these three subjects but also on a level that is cumulative for all the projects and operations within the program. This summation of responsibilities for a variety of projects and operations means that the program manager should manage frequent trade-offs between business targets and project/operational performances. Moreover, program management decisions have basically strategic character. The strategy aspects must take into account multidimensional impacts beyond the short-term deliveries of the projects. In contrast to the project manager~~, who~~ should complete and deliver projects within the time schedule and based on the instructions set by the program manager. To sum up, the project manager should focus on deliveries and execution of the projects whereas the program manager is also responsible for the overall organization and efficacy of the program over the long-term. <ref name="br1">.James T Brown. 2008, ''‘The Handbook of Program Management: How to Facilitate Project Success with Optimal Program Management ’'' </ref>		The main difference between a program manager and a project manager can be described by two actions: creation and compliance. The former one is responsible for creating the business environment culture and the project manager should comply with it. Furthermore, the project manager's responsibilities are based on the triptych of time, cost, and scope of the project. On the other hand, the program manager is judged not only on these three subjects but also on a level that is cumulative for all the projects and operations within the program. This summation of responsibilities for a variety of projects and operations means that the program manager should manage frequent trade-offs between business targets and project/operational performances. Moreover, program management decisions have basically strategic character. The strategy aspects must take into account multidimensional impacts beyond the short-term deliveries of the projects. In contrast to the program manager, the project manager should complete and deliver projects within the time schedule and based on the instructions set by the program manager. To sum up, the project manager should focus on deliveries and execution of the projects whereas the program manager is also responsible for the overall organization and efficacy of the program over the long-term. <ref name="br1">.James T Brown. 2008, ''‘The Handbook of Program Management: How to Facilitate Project Success with Optimal Program Management ’'' </ref>

	=Example=		=Example=

Nikoletta: /* Comparison with project manager */

2018-02-28T22:51:30Z

Comparison with project manager

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	Frequently, the processes of projects and programs are described as being similar in nature due to their close link, although they are different in detailed level. <ref name="PMI2">.Blomquist Tomas, Müller Ralf. January 2004, ''‘Program and portfolio managers’'', ''‘analysis of roles and responsibilities’'' / Project Management Institute [https://www.pmi.org/learning/library/program-portfolio-managers-analysis-roles-responsibilities-8315]</ref> For that reason, the differences of these two concepts are presented in this article. Program managers are often described as the higher organizational hierarchy level over project managers. They are specified as the combination between higher management and operational-level implementation of a company's tasks. <ref name="Pell"></ref> A program is as a set of projects managed together in order to achieve a higher-level common scope, that will be impossible if each of these projects acts alone. <ref name="Pell">.Pellegrinelli, S. 2002, ''‘Shaping context: The role and challenge for programmes. International Journal of Project Management, ch.20, p.229-233’'', </ref>		Frequently, the processes of projects and programs are described as being similar in nature due to their close link, although they are different in detailed level. <ref name="PMI2">.Blomquist Tomas, Müller Ralf. January 2004, ''‘Program and portfolio managers’'', ''‘analysis of roles and responsibilities’'' / Project Management Institute [https://www.pmi.org/learning/library/program-portfolio-managers-analysis-roles-responsibilities-8315]</ref> For that reason, the differences of these two concepts are presented in this article. Program managers are often described as the higher organizational hierarchy level over project managers. They are specified as the combination between higher management and operational-level implementation of a company's tasks. <ref name="Pell"></ref> A program is as a set of projects managed together in order to achieve a higher-level common scope, that will be impossible if each of these projects acts alone. <ref name="Pell">.Pellegrinelli, S. 2002, ''‘Shaping context: The role and challenge for programmes. International Journal of Project Management, ch.20, p.229-233’'', </ref>

	The main difference between a program manager and a project manager can be described by two actions: creation and compliance. The former one is responsible for creating the business environment culture and the project manager should comply with it. Furthermore, the project manager's responsibilities are based on the triptych of time, cost, and scope of the project. On the other hand, the program manager is judged not only on these three subjects but also on a level that is cumulative for all the projects and operations within the program. This summation of responsibilities for a variety of projects and operations means that the program manager should manage frequent trade-offs between business targets and project/operational performances. Moreover, program management decisions have basically strategic character. The strategy aspects must take into account multidimensional impacts beyond the short-term deliveries of the projects. In contrast to the ~~program~~ manager, ~~the project manager~~ should complete and deliver projects within the time schedule and based on the instructions set by the program manager. To sum up, the project manager should focus on deliveries and execution of the projects whereas the program manager is also responsible for the overall organization and efficacy of the program over the long-term. <ref name="br1">.James T Brown. 2008, ''‘The Handbook of Program Management: How to Facilitate Project Success with Optimal Program Management ’'' </ref>		The main difference between a program manager and a project manager can be described by two actions: creation and compliance. The former one is responsible for creating the business environment culture and the project manager should comply with it. Furthermore, the project manager's responsibilities are based on the triptych of time, cost, and scope of the project. On the other hand, the program manager is judged not only on these three subjects but also on a level that is cumulative for all the projects and operations within the program. This summation of responsibilities for a variety of projects and operations means that the program manager should manage frequent trade-offs between business targets and project/operational performances. Moreover, program management decisions have basically strategic character. The strategy aspects must take into account multidimensional impacts beyond the short-term deliveries of the projects. In contrast to the project manager, who should complete and deliver projects within the time schedule and based on the instructions set by the program manager. To sum up, the project manager should focus on deliveries and execution of the projects whereas the program manager is also responsible for the overall organization and efficacy of the program over the long-term. <ref name="br1">.James T Brown. 2008, ''‘The Handbook of Program Management: How to Facilitate Project Success with Optimal Program Management ’'' </ref>

	=Example=		=Example=

Nikoletta: /* Example */

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Example

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	'''How they can coordinate together:'''		'''How they can coordinate together:'''

	A big challenge of a construction program is that each manager has a distinct set of responsibilities and they should know exactly what are their roles on a project. That means that the program manager has to define these roles from the beginning of the program and make it clear for all the team members. The clearer is for each of them, ~~the~~ better result will come out. In that case, the responsibilities of a construction manager focus only on site-works, dealing directly with the contractor, project and program managers. The program manager works basically from an office and visits the different sites, if required. About the project manager, he has to be mainly at the construction site to supervise the activities and spend less time at the office to report to the program manager about the program progress.		A big challenge of a construction program is that each manager has a distinct set of responsibilities and they should know exactly what are their roles on a project. That means that the program manager has to define these roles from the beginning of the program and make it clear for all the team members. The clearer is for each of them, even better result will come out. In that case, the responsibilities of a construction manager focus only on site-works, dealing directly with the contractor, project and program managers. The program manager works basically from an office and visits the different sites, if required. About the project manager, he has to be mainly at the construction site to supervise the activities and spend less time at the office to report to the program manager about the program progress.

	The same philosophy applies to smaller and also larger construction programs involving multiple projects, such as airports.		The same philosophy applies to smaller and also larger construction programs involving multiple projects, such as airports.

Nikoletta: /* Skills\Behaviors */

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Skills\Behaviors

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	*Communication and collaboration skills - expressing ideas clearly while taking into account the views of others and supporting cross-functional efforts and model collaborative policies to set the example for the team		*Communication and collaboration skills - expressing ideas clearly while taking into account the views of others and supporting cross-functional efforts and model collaborative policies to set the example for the team
	*The ability to create relationship amongst the members of the program teams which are based on trust and respect, maintaining ~~confidences~~ and keeping commitments		*The ability to create relationship amongst the members of the program teams which are based on trust and respect, maintaining confidence and keeping commitments

	4. Knowledge about specific fields:		4. Knowledge about specific fields:

Nikoletta: /* Skills\Behaviors */

2018-02-28T22:41:52Z

Skills\Behaviors

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	In order a program manager to accomplish all the roles and responsibilities should have some skills and behaviors. A lot of surveys have be carried out to find out which should be the required behaviors of a successful Program Manager and they resulted that although knowledge about business is significant, there is more importance on program management skills. The most crucial of them are the following four policies: <ref name="PMI1"></ref> <ref name="roles"></ref> <ref name="Key"></ref>		In order a program manager to accomplish all the roles and responsibilities should have some skills and behaviors. A lot of surveys have be carried out to find out which should be the required behaviors of a successful Program Manager and they resulted that although knowledge about business is significant, there is more importance on program management skills. The most crucial of them are the following four policies: <ref name="PMI1"></ref> <ref name="roles"></ref> <ref name="Key"></ref>

	1. First of all a ~~Program~~ manager has to see the organization strategically and for that are needed:		1. First of all a program manager has to see the organization strategically and for that are needed:

	*Strategic/Critical thinking - plan and foresee future implications, thinking broadly, understanding the long term impacts of decisions and the meaningful goals		*Strategic/Critical thinking - plan and foresee future implications, thinking broadly, understanding the long term impacts of decisions and the meaningful goals